Lit review

User Generated




1. Read the article linked above.

2. Find at least two scholarly sources that support or refute the thesis of the original article.

2. Write a literature review based on the articles and information from the course.

This article review is not a summary but rather a review in the sense of a critical analysis and the opportunity to synthesize with the reading and other assignments, e.g., your own research for the course project. You are to integrate this review (your findings and analyses) in your assigned reading/chapter.

On the cover page, the bibliographic information should be in proper format (APA style), your names, course (BUS 308), and date of submission.

Beginning on the second page, you should state:

(1) how the articles relates (synthesize) to the material being studied

(2) with what you agree and disagree, stating why (using analytical and critical thinking skills).

The review should be at least two (2) pages (double-spaced, 1” margins, Times New Roman and 12-point font), plus the title page. There should be a reasonable balance between these two sections, e.g., 40% (or 60%) relating the article to the text and 60% (then 40%) critical analysis, if not equal balance (50%-50%). In addition, if quotation(s) is (are) used, then that much additional review is required; hence, the completed pages are your views, opinions, understanding, and writing. You must attach a copy of the article or the link to your article to your review/critique. Only full scholarly articles (no abstracts, book or article summaries, etc.) will be accepted.

If the criteria are not followed, the assignment will be evaluated accordingly, e.g., one page written review instead of two, then loss of 50% of the assignment value, etc.

Unformatted Attachment Preview

“The greatest difficulty in the world is not for people to accept new ideas, but to make them forget about old ideas.” ~John Maynard Keynes, Economist Copyright (c) 2011 by Donald F. Kuratko All rights reserved. Section III Achieving and Sustaining Entrepreneurial Performance This final section of the book outlines practical methods for achieving and sustaining high levels of entrepreneurial performance within organizations. ❖ Chapter Eleven: Constraints on Entrepreneurial Performance ❖ Chapter Twelve: Leading the Entrepreneurial Organization ❖ Chapter Thirteen: Assessing Corporate Entrepreneurial Performance ❖ Chapter Fourteen: Control and Entrepreneurial Activity ❖ Chapter Fifteen: Sustaining Entrepreneurial Performance in the 21st Century Copyright (c) 2011 by Donald F. Kuratko All rights reserved. Section III Achieving and Sustaining Entrepreneurial Performance Chapter 11 Constraints on Entrepreneurial Performance Copyright (c) 2011 by Donald F. Kuratko All rights reserved. Introduction ❖The pursuit of entrepreneurship within a company creates new and potentially complex sets of challenges on both theoretical and practical levels. ❖On a theoretical level, company-wide entrepreneurship is not included in, or accommodated by, most of the theories, models, or frameworks that have been developed to guide managerial practice. Introduction ❖On a practical level, managers typically find themselves in uncharted territory when it comes to entrepreneurship. They lack guidelines on how to direct or redirect resources towards entrepreneurial strategies. Obstacles and Effects of Traditional Practices Traditional Management Practices Enforce standard procedures to avoid mistakes  Manage functionality  Compensate uniformly  Obstacles and Effects of Traditional Practices Adverse Effects Innovative solutions blocked  Entrepreneur failure and/or venture failure  Low motivation and inefficient operations  A Framework for Understanding the Obstacles ❖ Systems ❖ Structure ❖ Strategic direction ❖ Policies and procedures ❖ People ❖ Culture Categories of Organizational Constraints on Corporate Entrepreneurship Systems  Oppressive control systems  Inflexible budgeting systems Structures  Too many hierarchical levels  Top-down management  Lack of accountability Categories of Organizational Constraints on Corporate Entrepreneurship Strategic Direction  Absence of innovation goals  No formal strategy for entrepreneurship Policies and Procedures  Extensive documentation requirements Categories of Organizational Constraints on Corporate Entrepreneurship People  Fear of failure  “Turf” protection Culture  Values that conflict with entrepreneurial requirements A Framework for Understanding the Obstacles ❖ Which constraints can be ignored? ❖ Which can be worked around? ❖ Which can be eliminated? ❖ Which can be converted into facilitators of entrepreneurship? ❖ Which must be accepted even if they limit the scope or scale of what the corporate entrepreneur can accomplish? More on the People Factor ❖ Management may be able to fix the structure and remove bureaucratic rules and procedures, but the challenges involved in getting employees to embrace entrepreneurship, change the way they do things, collaborate on projects involving untested ideas, and give up resources to support entrepreneurial initiatives can be especially vexing. More on the People Factor The pathways of most new ideas are blocked by:  Resistance to change  Making premature and uninformed judgments  Neophobia  Caution  Order  Anticipation of the extra trouble  Politics Limitations of the Corporate Entrepreneur ❖Lack of political savvy: learning to work the system ❖Lack of time: crisis management ❖Lack of incentive to innovate: beyond tokenism ❖Lack financial credibility: projecting the numbers Limitations of the Corporate Entrepreneur ❖Lack of people development skills: autocracy rules ❖Lack of legitimacy: untested concept and untested entrepreneur ❖Lack of “seed” capital: the problem of early resources ❖Lack of open ownership: protecting turf Limitations of the Corporate Entrepreneur ❖Lack of a sponsor: someone to watch over you ❖Lack of energy and shared enthusiasm: the inertia problem  Indifference  Distraction  Competition  Disaffection  Direct threat Limitations of the Corporate Entrepreneur ❖Lack of personal renewal: the issue of reinforced denial ❖Lack of urgency: fear as good and bad ❖Lack of appropriate timing: the resource-shift dilemma Corporate Innovators or Rogue Managers: An Ethical Dilemma Reasons managers involved in entrepreneurial activity may act in an unethical manner and take on the personality of a “rogue manager” ❖ “Wilding” ❖ Lack of proper ethics rooted in company culture ❖ Lack of proper ethics rooted in the individual manager Corporate Innovators or Rogue Managers: An Ethical Dilemma Reasons managers involved in entrepreneurial activity may act in an unethical manner (cont.) ❖ The manager may not clearly grasp their professional responsibilities ❖ Operational factors within the company may cause the manager to deviate from the parameters of the formal organizational structure – pulled in two directions An Ethical Dilemma? ❖ Moral Management Model – respect ethical considerations and hold the organization to the highest moral standards and demonstrate a strong ethical leadership to all stakeholders ❖ Immoral Management Model – based on the premise that economic opportunities are to be exploited whenever and however possible ❖ Amoral Management Model – managers, while not necessarily acting with malicious intent, believe that the rules of business are different from those of the greater society Overcoming the Obstacles and Limitations Building social capital  Sharing information  Creating opportunities for people to demonstrate their skills and competence  Building and using influence networks Gaining legitimacy Political tactics Resource acquisition Focusing on the Right Obstacles at the Right Time ❖ Who will take what specific actions against which opponent? ❖ What key implementation steps must be taken, and how should those steps be timed? ❖ How can we tell if things are not going as planned? ❖ What major contingency plans are needed, and what events will trigger those plans?
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer



Adding Constraints Increases Innovation
Student’s Name
Institutional Affiliation




Literature Review
In the article, “How constraints and knowledge impact open innovation,” there is a
reasoning for the increased innovative performance based on the external forces of the ability of
the organization and the knowledge search. The research premise originated from the
development of the L and S model that is connected to the innovative performance of the
business. The depth and breadth have a significant influence on the performance with
incremental innovation. According to Garriga, Von, and Spaeth (2013), the presence of
constraints on the usage of the resources leads to a positive effect on the incremental innovative
performance even though there is an important influence when it comes to radical innovation.
The article supports...

Great! 10/10 would recommend using Studypool to help you study.


Similar Content

Related Tags